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The purpose of this paper is to examine the factors that managers in independent hotels can influence to improve organisational citizenship behaviour (OCB) by examining the relationship between leadership style and OCB through newly developed balanced organisational culture and trust variables. Unlike most studies, which have been on chain hotels, this study investigates these relationships in independent hotels in Iran. Additionally, organisational size was also included in the study.

Using information from Ministry of Cultural Heritage, Handicrafts and Tourism, 160 independent hotels were identified and approached. A survey was assembled using well-known instruments. In total, 392 usable questionnaires out of 1,150 distributed were collected from employees and analysed using structural equation modelling.

Contrary to previous studies, it was found that in this context, neither transformational nor transactional leadership affects trust directly but only through balanced organisational culture, and only transactional leadership had a direct relationship with OCB. Also, organisational size had a moderating effect on the relationship between trust and OCB.

The authors add to the theoretical literature dealing with the different behaviour of constructs developed in a Western context in other contexts and suggests that hotel managers in a collectivist culture, like Iran, who want to build OCB can do so by creating organisational culture conditions (Balanced Organisational Culture) that foster trust between managers and their subordinates.

This study aims to identify factors that managers can influence to improve effectiveness by examining the relationship between leadership and effectiveness in small and medium-sized independent hotels.

In total, 272 valid questionnaires were collected from managers of 83 small and medium-sized independent hotels in the Netherlands by using selective and snowball sampling techniques. A two-stage structural equation modelling approach was used to test the hypotheses.

Surprisingly, in contradiction to previous studies, neither transactional nor transformational leadership had a direct effect on organisational effectiveness. Instead, the effect was through the intervening variables of ability to acquire resources and reward mechanisms.

The contradiction between this and previous studies may be due to the fact that constructs used in this study do not have the universal applicability that is customarily assumed and further investigation is needed.

This study suggests that managers in this type of hotel, first, should be adaptable in their leadership style and not rely on transactional leadership alone; second, managers must pay attention to resource acquisition; and third, managers must retain staff by using the right reward mechanism.

This study contributes to the literature of leadership and effectiveness in small and medium-sized independent hotels by being the first to focus on the impact of ability to acquire resources and reward mechanism. It also makes an important contribution to the growing body of hospitality literature that probes the supposed universal validity of organisational studies’ constructs.

This study explores the impact of ethical and authentic leadership on employees' workplace perceptions, focusing on organisational citizenship behaviour (OCB), trust in leader, commitment, employee voice and empowerment in independent hotels across two contrasting Global Leadership and Organizational Behaviour Effectiveness (GLOBE) clusters: Germanic and Middle-Eastern clusters. It examines how national culture influences these relationships in the hospitality industry.

Data were collected from 1,678 employees in independent hotels in the Germanic European cluster (Germany and the Netherlands) and the Middle-Eastern cluster (Qatar and Turkey) using selective and snowball sampling techniques. Hypotheses were tested using two-stage structural equation modelling.

Ethical leadership significantly affects employee voice in Germany and the Netherlands but not in Qatar and Turkey. Authentic leadership positively influences employee voice in Qatar, Turkey and Germany but does not significantly impact trust in leader in any of the four countries. The study underscores the role of cultural dimensions, particularly power distance, in shaping these relationships.

This research contributes to the literature by investigating the effects of ethical and authentic leadership on key organisational variables in culturally diverse contexts within the hospitality industry. The findings highlight the necessity of considering national culture in leadership practices and suggest practical implications for independent hotels to adapt their leadership approaches to enhance employee outcomes. Future research should explore cultural dimensions as moderators in organisational relationships.

Despite its significance, national culture is often underrepresented in the hospitality industry. Implementing tools such as the global leadership and organizational behaviour effectiveness (GLOBE), whilst valuable to a considerable extent, might induce false assumptions about the universality of managerial practices for hotels through purposefully ignoring the in-group variations within each cultural cluster. Because employees’ perceptions are deeply rooted in context-specific value systems, this study aims to challenge the tendency to adopt a globalized approach to leadership and management through investigating potential variations in employees’ perceptions in two countries in the south Asian cluster of the GLOBE.

Data were collected by using hard-copy and online convenience-sampling techniques from a sample of hotel employees and managers in Iran (392) and India (421). Structural equation modelling using AMOS 22 was adopted to test the hypotheses.

Both similarities and differences were observed between the Iranian and Indian contexts. The similarities confirm that GLOBE is correct to place them in the same regional cluster but the differences which relate to perceptions of organizational justice are also revealing. Whilst procedural justice affects organizational factors that influence employee motivation with the Iranian sample, distributive justice has no effect, whereas with the Indian sample these results were the other way around.

For scholars and practitioners, the authors show that organizational theories and concepts cannot necessarily be transferred from a Western context to other parts of the world without making adjustments for national culture and generalizations cannot even be made within regions of similar culture. For example, this study shows that in Iran organizational justice is perceived differently from how it is perceived in India.

This study extends the literature about the effect of national culture on the hotel employees’ cognitions and behaviours by shedding light on the divergence between countries within the same regional cluster in the GLOBE classification.

Managers of independent hotels need to maximise organisational citizenship behaviour (OCB) among employees to gain sufficient competitive advantage in an increasingly competitive environment, so it is important to understand what affects it. To achieve this, the purpose of this paper is to test if servant leadership, OCB and other related constructs have the same relationships between them in two contrasting parts of the world.

Survey data were gathered from managers of independent hotels in Spain (451) and Iran (429). Spain was selected because it is a developed country that is a leading destination for tourists. Iran was chosen as a contrast, as it is a developing country with a growing tourist industry.

The findings show that Spain and Iran demonstrate different patterns of relationships in the selected variables, suggesting that Iranians trust their leaders more than the organisational systems, whereas the Spanish trust organisational systems more than their leaders. These results are consistent with Spanish culture having higher individualism than Iranian culture. They are also consistent with Iranian culture prioritising traditional values, such as personal loyalty to managers, and Spanish culture prioritising modern values, such as impersonal rules and objective processes.

This study suggests that leadership and justice affect OCB in different ways where modern values prevail compared to where traditional values prevail. It suggests that managers of independent hotels in Iran should follow the example of Spanish hotel managers by adopting more objective and fair procedures while showing that inward investors and expatriate managers in Iran should be aware of the importance of personal leadership style. Further research is needed in different countries and regions to improve the generalisability of our findings.

This study contributes to the literature on the application of the servant leadership construct, which was developed in the West, to other regional contexts. It also adds to the literature of independent hotels, which is an important yet under-researched part of the hospitality industry.

Studies have shown that due to the high direct and indirect costs of staff turnover, there is a need for managers to use approaches that engender a feeling that the organisation is fair to its employees and consequently reduce the intention to leave. However, to understand how to apply the research findings and theories from different parts of the world, we need to understand how employees’ perceptions of such factors as ethical leadership and organisational justice are affected by the national culture. Therefore, this study aims to compare the impact of ethical leadership on the intention to leave through justice, loyalty and satisfaction among employees of independent hotels from two Global Leadership and Organizational Behaviour Effectiveness (GLOBE) cultural clusters.

A total of 1,561 questionnaires were received from independent hotel employees, which were analysed using structural equation modelling. Data were collected in the USA, the UK, Italy and Spain whose national cultures fall into two different GLOBE regional clusters.

The results show similarities and differences between countries and within and between clusters. No relationship was found between procedural justice and intention to leave in any of the four countries. Ethical leadership had no significant impact on job satisfaction and organisational justice in the UK, which contrasts with results in the other three countries. The study findings also show that distributive justice has a significant relationship with the intention to leave in the USA and the UK (Anglo cluster), whereas no specific relationship was found between these two variables in Italy and Spain (Latin European cluster).

This study contributes to the literature of ethical leadership and its application to the hotel industry in two culturally different GLOBE clusters. This study shows how the relationships between organisational variables are affected by national culture and emphasises the importance for hotel managers of being aware of the specific characteristics of the culture of the country in which they are operating.

This chapter explores the emergence, growth, and current status of the sociology of sport in Canada. Such an endeavour includes acknowledging the work and efforts of Canadian scholars – whether Canadian by birth or naturalization or just as a result of their geographic location – who have contributed to the vibrant and robust academic discipline that is the sociology of sport in Canadian institutions coast-to-coast, and who have advanced the socio-cultural study of sport globally in substantial ways. This chapter does not provide an exhaustive description and analysis of the past and present states of the sociology of sport in Canada; in fact, it is important to note that an in-depth, critical and comprehensive analysis of our field in Canada is sorely lacking. Rather, this chapter aims to highlight the major historical drivers (both in terms of people and trends) of the field in Canada; provide a snapshot of the sociology of sport in Canada currently; and put forth some ideas as to future opportunities and challenges for the field in Canada.

Research driven by major industrial and transportation incidents is increasingly emphasizing the role of managers and systems factors in errors. This is reflected in recent reports and legislation which place emphasis on managerial actions. This paper reports research developing a human error perspective, but applying it to lesser failures in the form of construction defects. An observational study of a 61 unit housing site confirms findings from earlier studies, that managerial factors are important in the occurrence of defects, but also that factors can be linked in a ‘causal chain’. Latent managerial errors are often hidden behind more obvious operative errors, leading to incorrect attributions and ineffective remedial action. The study also supports a conceptual model of the nature of errors in construction projects, which makes explicit the influence of management on the generation of defects and the need to treat organizations as a whole in considering the reasons for failure.

What is the future of work going to look like? The aim of this paper is to show how the sociology of expectations (SE) – which deals with the power of visions – can make important contributions in terms of thinking about this issue by critically evaluating the dominant expert positions related to the future-of-employment- and artificial intelligence (AI) debate.

After providing a literature review regarding SE, an approach based on the latter is applied to interpret the dominant ideal-type expert positions in the future of work debate to illustrate the value of this perspective.

Dominant future scripts can be characterized by a focus on the effects of AI technology that give agency to technology and to the future, involve the hype of expectations with polarized frames, and obscure uncertainty. It is argued that these expectations can have significant consequences. They contribute to the closing off of alternative pathways to the future by making some conversations possible, while hindering others. In order to advance understanding, more sophisticated theorizing is needed which goes beyond these positions and which takes uncertainty and the mutual shaping of technology and society into account – including the role expectations play.

The study asserts that the dominant positions contain problematic assumptions. It makes suggestions for helping move beyond these current framings of the debate theoretically. It also argues that scenario building and backcasting are two tools that could help move forward thinking about the future of work – especially if this is done in a way so as to build strongly on SE.

The arguments presented herein enhance sense-making in relation to the future-of-work debate, and can contribute to policy development.

There is a lack of adequate exploration of the role of visions related to AI and their consequences. This paper attempts to address this gap by applying an SE approach and emphasizing the performative force of visions.

To outline strategies for balancing a critical approach to sport for development and peace (SDP) interventions with approaches that highlight the potentially positive outcomes of SDP. Two examples of attempts to balance these approaches are highlighted. One is a critical analysis of responses to sport-related environmental problems. The other is a study of how a sport-related reconciliation event led by celebrity athletes was successfully organized.

In the first part of the chapter, the complexity of the SDP concept (and the terms sport, peace, and development) is discussed along with the challenges of negotiating critical and more optimistic stances on SDP. In the second part, two approaches to navigating between “extremely critical” and “unwaveringly optimistic” stances on SDP are outlined through two case studies.

The two case studies are described along with preliminary findings from studies that were conducted. Each case study is accompanied by a discussion of how the author “middle-walked” between “extremely critical” and “unwaveringly optimistic” positions on SDP. A focus in this section is on how theory, methods, and strategies for reporting findings were accounted for in the process of balancing these distinct positions.

The difficulties attempting to balance critical and optimistic positions are discussed. The difficulties connecting critical analysis with practical suggestions for improving SDP-related work were also outlined.